 Talent Leaders — Workforce, Talent Review & Acquisition |
Talent Leaders — Workforce, Talent Review & Acquisitionhttps://www.compassperformanceinc.com/library/talent-leaders Our ideal clients — Talent leaders Talent is not a function to staff. It is an architecture to design.For CHROs, VPs of HR and talent leaders carrying the gap between the strategy the enterprise published and the people it actually has. Compass partners with you on three connected systems — workforce planning, talent review and talent acquisition — and installs them so your team runs them without us. One page for an executive team — the market read, the seven stages with owner and measure, and the delivery shapes. The principle Three questions decide whether the talent system is architecture or activity.01 — Labor market assessment Read the market before you write the requisition.Every hiring plan carries an assumption about the market. Most are never tested. The first step is a written read of the labor market for the specific jobs the strategy requires — wage, competition, size and velocity, inside the commuting corridor — and the go-to-market strategy that read makes defensible. A market read that does not change a decision was not a read. Where the numbers come from — and what each one is allowed to decide.No single source is treated as the answer. Federal series carry the structure, subscription services such as BLR carry the pay-practice and compliance standard, and the corridor evidence is gathered first-hand. Every figure in a Compass market read is dated and attributed. The read produces a strategy — one of five plays, or a combination, each with an owner.Composite example — illustrative, not a client record Welding talent in a heavy-fabrication market.The hardest version of the problem: the skill is scarce, the corridor is dense with employers buying the same skill, and the plant’s current range sits below where the market clears. 02 — Workforce planning The plan states what the enterprise must be able to do — then what talent that requires.Workforce planning at Compass is derived from the architected value streams, not from last year’s attrition. Demand, supply and the dated gap are read in the same document, so the plan can be defended to a board. 03 — Talent review facilitation A talent review that ends in dated commitments, not a rated grid.Compass facilitates; your executives decide. Evidence is standardized before the room opens, calibration happens across functions, and every name leaves with an outcome that is tracked in the operating cadence. 04 — Talent acquisition The Compass Talent Acquisition System™ — at a glance.One system, read as a SIPOC: who supplies each stage, what it consumes, what it does, what it produces and who receives it. Every stage carries an owner and a measure, which is what makes it a system rather than a queue of requisitions. Stage 01 of 07 Define the need“ Is the work, the outcome and the wage band written down before the search opens? ” Who hands work into this stage. What the stage consumes. What the stage actually does. What the stage produces. Who receives the output and judges it. Owner Hiring executive Measure pair Requisitions chartered before posting (%) · days from need to approved requisition How it fails when unowned The search opens on a title instead of a written requirement, and the panel later disagrees about what good looks like. Measured at every stage: source yield, stage conversion, time-to-fill, offer acceptance, quality-of-hire and 90-day retention. Nothing goes live until the readiness gates are cleared and the improvement loop is scheduled. How it is delivered Two shapes, and the transfer between them.Compass operates the system.Architecture, sourcing, screening, interview management, offer support, onboarding checkpoints and the measurement scorecard — run by Compass against your requisition volume, on your brand. Suited to organizations without a built talent-acquisition function, or carrying a volume surge the current team cannot absorb.
You keep your HRIS/ATS. Compass installs the system around it.The stage model, evaluation standards, scorecard and cadence are installed on top of BambooHR, Workday, ADP or your current stack. Compass is the system of record for the architecture; the vendor remains the record for requisition facts, with reconciliation between them.
In every shape the end state is the same: your team owns a documented talent system, with measures published and a renewal loop running. Compass leaves business architects, not dependency. Which shape fits you Seven questions decide whether we run it or install it.Capacity, volume, urgency, accountability and the honest state of your current HRIS/ATS decide the delivery shape — not preference. Answer seven questions and the routing names one of three shapes, states what has to be true for it to work, and says plainly where your answers contradict it. Nothing is stored; the reading stays in your browser.
0 of 7 answered. Nothing is stored or sent — the reading stays in your browser until you choose to share it. Your reading so far Answer the seven questionsThe routing needs all seven answers before it will name a shape. A partial reading would be a guess with a confident face.
Read present reality →The Compass Enterprise Readiness Assessment™ — read through six Readiness Lenses, including talent and leadership capability. Carrying the gap between the strategy and the people?A 30–45 minute executive conversation. We read your present talent architecture — planning, review, acquisition — and say plainly which of the two delivery shapes fits, or whether Compass is not the right partner. |
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